Business Resource Efficiency Guide Workforce …...WRAP Workforce Partnerships for Resource...

Workforce Partnerships for Resource Efficiency

Business Resource Efficiency Guide

1 Introduction 2 Why resource efficiency benefits everyone

3 Gaining support and overcoming barriers

4 How to build workforce partnerships

5 Selecting and carrying out a project

6 Further information

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Workforce Partnerships for Resource EfficiencyWRAP II

1 Introduction 2 1.1 What is resource efficiency? 2 1.2 What stops us being resource efficient? 2 1.3 How this guide can help 3

2 Why resource efficiency benefits everyone 4 2.1 Why should your organisation improve

its resource efficiency? 4 2.2 How much is resource wastage

really costing your organisation? 4 2.3 Understanding resource efficiency 6

3 Gaining support and overcoming barriers 7 3.1 Partnership as a mechanism for action 7 3.2 Building confidence 7

4 How to build workforce partnerships 10 4.1 The people who can help you 10 4.2 Persuading others of the benefits 12 4.3 Gaining senior level support 12 4.4 Partnership building blocks –

respect and trust 13

5 Selecting and carrying out a project 14 5.1 Getting started – keep it simple 14 5.2 Selecting a project 14 5.3 Brainstorming – develop ideas together 15 5.4 Prioritising action 16 5.5 Carrying out a project 17 5.6 Publicising a project and its results 18 5.7 Sustaining action 18 5.8 Conclusions 18

6 Further information 19

Appendix A: Checklists 20Appendix B: National initiatives and standards 24

Our vision is a world without waste, where resources are used sustainably.

We work with businesses and individuals to help them reap the benefits of reducing waste, develop sustainable products and use resources in an efficient way.

Find out more from the WRAP Resource Efficiency Helpline on 0808 100 2040 or at www.wrap.org.uk

Contents






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Workforce Partnerships for Resource EfficiencyWRAP 1

Summary

Everyone can make a difference to the environment and to their organisation by using resources more efficiently. As the costs of raw materials, food and fuel continue to rise, the business case to seek cost savings through resource efficiency is stronger than ever. This guide is about developing workforce partnerships to improve resource efficiency.

Successful workplace initiatives to improve resource efficiency are often led by the workforce rather than by the management team. By working in partnership, employees can bring benefits to themselves, the organisation and the environment. This guide is for those people who would like to make a difference, but are unsure where to start.

It will help anyone in the workforce to take simple, no-cost and low-cost measures to improve resource efficiency. It explains how to form partnerships with colleagues to introduce effective initiatives that will bring many benefits. It leads you through taking action, step by step, to become more resource efficient – identifying colleagues who can help you, how to convince people to join a partnership and how to identify which projects will get the partnership off to a good start.

The guide also describes the business reasons for becoming more resource efficient, which will help you present your case convincingly to senior managers and gain their commitment. It demonstrates how improving resource efficiency not only reduces the adverse impact your organisation has on the environment, but also how it reduces operating costs in the process, thereby increasing profits.

It will help individuals who wish to promote resource efficiency practices in their department or throughout their organisation. Above all, it will help you to encourage everyone to feel they can make a difference at work.






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1 Introduction

Resource efficiency does not have to be a management-led activity. Members of the workforce are often aware of wasteful practices and, indeed, are frequently in the best position to recognise waste and inefficiencies. However, many feel powerless to change things and don’t know how to take action. This guide will help these people to feel motivated and more empowered.

It describes the steps that can be taken to improve resource efficiency in the workplace. Anyone can introduce resource-efficient practices at work – whether it is an office, building site or production line. Small beginnings can sow the seeds for a resource-efficient approach to be adopted throughout an organisation.

However, it is often not possible to act alone. The first steps will involve persuading others to join you. This guide describes how to build partnerships with colleagues to help produce excellent results – for the environment and the company’s bottom line. It describes how to choose a project, how to win management support, and how to measure and feed back achievements.

Good news travels fast and employees will find that taking even small, simple measures will encourage others to follow their lead.

1.1 What is resource efficiency?Almost everything we do uses the Earth’s resources. In many instances, this results in some of these resources being wasted and creates pollution. Common examples include:

water use and generation of effluent; ¡paper use and packaging; ¡use of energy for heating, lighting, ¡equipment and processes;raw material use and storage; and ¡defects in products or services. ¡

Wasted resources not only cost money (i.e. reduced profits), but also represent lost time, effort, work and missed opportunities. The environment can also be affected by waste being disposed of to landfill, or in effluent.

The extensive use of gas, oil and coal to power our modern society produces ‘greenhouse gases’ (particularly carbon dioxide) which are a major cause of climate change. Therefore, to lessen the impact on the environment, it is important to try to use resources efficiently wherever possible. This can be done through:

the activities carried out in the workplace; ¡the responsible use of the facilities ¡provided at work such as water, heating and lighting; andthe activities carried out at home. ¡

Section 2 gives more details about being resource efficient.

1.2 What stops us being resource efficient?Most people are aware that some activities are wasteful and something should be done to reduce waste. When this happens at home, it is easier to take action – usually simple things such as taking the bus rather than driving to work; buying loose, rather than packaged, goods; recycling newspapers and magazines; and switching off lights when they are not needed. However, at work things are sometimes different and the comments made by people who know they have an impact on the environment and the business’s profitability, but are resistant to change, include:

‘it’s not my job’; ¡‘there are rules about what we can and ¡can’t do’;‘you need to fill out forms first’; ¡‘the boss/manager/supervisor/specialists ¡wouldn’t like it’; and‘I don’t know what to do’. ¡

Members of the workforce are often aware of wasteful practices and, indeed, are frequently in the best position to recognise waste and inefficiencies.

1 Introduction2 Why resource

efficiency benefits everyone





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People may hold these views as a result of the following barriers that prevent action being taken:

poor systems or working practices to ¡support change;lack of awareness of the problems and ¡solutions;poor history or culture of change ¡management;conflicting priorities, where waste is not ¡seen as being a priority;lack of confidence in their ability to make a ¡difference; andlack of leadership for change. ¡

Often, subtly different messages can be heard from people who know they impact on the environment and the business’s profitability, and know they can make a difference, but feel their efforts will be overshadowed or even cancelled out by the actions of others:

‘What is the point in me doing it when no ¡one else will?’‘You’ll never convince everyone to do that.’ ¡‘Our customers expect what we give them ¡now.’‘We have been advised in the past not to ¡do that by the boss/manager/supervisor/specialists.’‘We tried that before and it didn’t work.’ ¡

The additional barriers that can lead to these views and prevent action being taken include:

lack of management support for efficiency ¡improvements;lack of knowledge about how to gain ¡employee and/or employer support for change;lack of awareness of the cost-saving ¡potential of improvements; andpoor history of monitoring resource costs. ¡

1.3 How this guide can helpThere is a gap between being aware of waste and environmental issues and being able to do something about them.

This guide is for those people who would like to take action to address resource efficiency issues, but don’t know where to start. It will help to bridge this gap by overcoming the barriers, then move from awareness to action. It can help you to make an impact at work, improve your organisation’s environmental credentials and reduce costs.

Taking responsibility for resource efficiency in an area, even if it is only a small department or building, can make that area more cost-effective. It can also make your own job more interesting and your working environment more pleasant. It is incentives such as these that will help you to persuade others to help you – it is difficult to tackle resource efficiency issues alone. You will need to win the support of management and to convince colleagues to help you. No matter what your job is, this guide will show you how, through building partnerships to use resources more efficiently, you can reduce your organisation’s environmental impact and increase profits.

A key point to remember is that you don’t need a sophisticated approach – enthusiasm, a questioning mind and some common sense are enough to start to solve most resource efficiency problems.







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The first step of any systematic resource efficiency improvement initiative is to understand why it should be undertaken. The answer is simple – resource efficiency is good for the environment and makes sound business sense. This section explains the reasons for using resources more efficiently.

2.1 Why should your organisation improve its resource efficiency?

Many benefits arise from using resources more efficiently and these will appeal to any organisation, whatever its size.

Financial ¡ – it can reduce overheads, increase profits and make an organisation more secure and competitive.Legal ¡ – resource-efficient techniques can make it easier and cheaper to comply with health, safety and environmental legislation, and reduce the risk of fines for breaching regulations.Marketing ¡ – a ‘greener’ public image will enhance an organisation’s reputation with its customers, its workforce and its neighbours.Operational ¡ – an improvement in the workplace can boost morale and co-operation between management and workforce.

Improving resource efficiency is one of those rare things that allows all four benefits to be delivered at once. Therefore, you can use all of these potential benefits to convince colleagues to join you in a resource efficiency campaign or project (see Section 4.3.1).

Your organisation may have initiatives such as ‘total quality management’, ‘lean enterprise’, ‘total productive maintenance’ or be working towards an environmental management standard, such as ISO 14001. Almost any continuous improvement initiative such as these can provide you with a mechanism to improve your organisation’s resource efficiency. Linking your project to any of these organisational initiatives will help you to get a positive response and raise the profile of your suggested improvement plans. If your organisation has joined a national initiative committed to reducing environmental impact (see Appendix B for details), then this will lend even more weight to your cause since you can directly link your project with this.

2.2 How much is resource wastage really costing your organisation?

Many organisations believe that the cost of waste is just the disposal cost. However, the true cost is much higher – between 5 and 20 times the cost of disposal and potentially up to 4% of turnover. Disposal costs are just the ‘tip of the iceberg’. There are many other ‘invisible’ factors that should be taken into account (see Figure 1). All of these can be the source of wasted resources in an organisation. It could cost more to throw a resource away than to purchase it in the first place.

Figure 2 shows that something as simple as a dripping tap can waste a lot of money. Fixing it is easy and cheap.

2 Why resource efficiency benefits everyone

Many organisations believe that the cost of waste is just the disposal cost.







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Figure 1: The true cost of waste

On average, the true cost of wasted materials is about ten times the cost of disposal.

Disposal costs

Lost materials

Energy costs

Liabilities and risks

Lost labour

Other costs

Invisible costs

Visible costs

Two drops/second

• 1 minute loss 18ml• Annual loss 9.5m3

• Annual water and sewerage cost £19.00

2mm stream

• 1 minute loss 277ml• Annual loss 146m3


5mm stream

• 1 minute loss 1,000ml• Annual loss 526m3

• Annual water and sewerage cost £1,052.00

3mm stream



Drops breaking into a stream



Figure 2: Water losses from an open tap1

1 Based on an average cost for water and sewerage of £2/m3.







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2.3 Understanding resource efficiencyTo improve resource efficiency, it is first necessary to understand how inefficiencies occur. Often, the main sources of wasted resources are inefficient systems and poor working practices (see Section 5.2.1).

But, overall, the best way of reducing the amount of resources that are wasted is to prevent the waste occurring in the first place.

Waste can be dealt with in a number of ways, but the most effective is by following the waste hierarchy, which ranks waste management options in terms of sustainability. This is shown in Figure 3.

All organisations should, wherever possible, aim to prevent waste from being produced in the first place. If this is not possible, then consider re-using, recycling or recovering other value

(e.g. energy). However, if wastes cannot be dealt with in these ways, you will need to dispose of them in a responsible manner. Waste disposal has the greatest impact on the environment and is typically the least cost-effective waste management solution. Therefore, it is best to aim to ‘move up’ the waste hierarchy so that you can save money, raw materials, water and energy – as well as improving your environmental reputation.

The WRAP Waste Hierarchy guide is designed to help you understand the waste hierarchy, and allow you to select the information on the wastes your organisation produces and what measures are available to you in applying the hierarchy. For this and other useful information on resource efficiency, please visit the WRAP website at www.wrap.org.uk or contact the WRAP Resource Efficiency Helpline on 0808 100 2040.

Figure 3: The waste hierarchy

If you can’t prevent it, then...

If you can’t prepare for re-use, then...

If you can’t recycle, then...

If you can’t recover value (e.g.energy), then...

Landfill if no alternative available.

Prevention

Prepare for re-use

Recycle

Recover other value

Disposal







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http://wastehierarchy.wrap.org.uk/


This section discusses the partnership approach to resource efficiency and gives examples of how it has worked successfully in industry. It also outlines some of the problems that you are likely to face as you begin to manage your resources efficiently and explains how the partnership approach will help to overcome them.

3.1 Partnership as a mechanism for actionThe purpose of forming a partnership is that people work together for mutual benefit and learn from one another. In a resource efficiency partnership, the aim is very straightforward:

‘Everyone works together to help improve resource efficiency, recognising that everyone can make a valuable contribution.’

Partnerships involve initiatives and projects where people from all levels in an organisation take responsibility and ownership for resource efficiency improvements.

Case study 1 Pharmaceutical company cuts costs through a behavioural programme

At its Cheshire sites, AstraZeneca, a leading pharmaceutical company, introduced a behavioural change programme called ‘Thinking About Tomorrow Today’.

The aim of the programme was to reduce waste and energy consumption by influencing the behaviour of employees by making them aware of the impacts their activities have on the environment. In addition, they were encouraged to think about measures they could take personally to minimise their own impact.

It is estimated that this initiative led to resource efficiency savings of £69,000 in waste disposal costs, an estimated £555,000 in energy savings, an 11% reduction in total waste and a 3,000-tonne reduction in CO2 emissions.

3.2 Building confidenceBefore building a partnership, it is beneficial to discuss some ideas with friends and colleagues. Gaining support will give you the confidence to start to take action. Why not see if you can get your idea discussed at the start of a team or quality meeting and gauge the support for your idea?

In a partnership, you do not need to have all the necessary skills or take all the responsibility – you will be sharing these with others. How to do this is covered in Section 4. Putting together a multi-functional team of people who come from different parts of the organisation will combine everyone’s experiences and ways of tackling problems. Each person brings a unique perspective to the partnership, making it easier to solve problems and obtain results.


Gaining support will give you the confidence to start to take action.






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It is better to be aware from the start that there may be obstacles that could put you off going further. Table 1 shows some classic myths and the facts to help you address them.

A resource efficiency campaign is more likely to succeed if it is owned and delivered by a motivated workforce. A campaign that is started by the workforce has more chance of success than one initiated by management. Strategy and technology frequently deliver only promises whereas motivated people deliver sustainable results. The examples on this page highlight the benefits of this approach.

Case study 2 Bakery improves resource efficiency

At Ginsters bakery in Cornwall, increased staff awareness was combined with a management drive to improve resource efficiency. A monitoring system was established to identify areas where resource use and waste generation were high. This led to a host of savings – including a 47% reduction in food waste per tonne of product, a 50% reduction in water used in cleaning operations and a 27% reduction in waste to landfill per tonne of product. For example, pastry food waste was a source of high wastage. Staff observed that the current pastry-cutting line created six rows of product. However, through minor equipment adjustment and the purchase of extra cutters, seven rows of product could be achieved through no major additional investment. This reduced pastry wastage and increased productivity.

Case study 3 Holiday village saves by reducing water use and waste

Staff at Center Parcs, Whinfell Forest, were actively engaged in resource efficiency initiatives to improve the site’s environmental performance. ‘Bright Ideas’ was a successful and long-running corporate scheme to encourage staff to provide suggestions for environmental and recycling improvements. Each suggestion implemented was awarded £25. An annual ‘Golden Wheelie Bin’ competition was also held to reward staff for their resource efficiency initiatives.






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Myth Only managers can lead resource efficiency improvement teams.

The facts There are lots of examples from UK industry and commerce where members of the workforce have taken the lead in resource efficiency improvement initiatives. Many managers actually want members of their teams to take the initiative, and to take pride and ownership of projects.

Myth You have to be an expert to do these things.

The facts Anyone can improve their resource efficiency. You may need to gain a better understanding of some of your processes, but you have the best understanding of how everything works in your area and, therefore, are ideally placed to see where changes could be effective.

Myth Shop-floor workers/middle managers/senior managers don’t care about the environment.

The facts People at all levels in an organisation may have a business reason to care about the environment, especially when they are made aware of the benefits. Being more resource efficient can improve job security and the workplace environment, making it a more pleasant place to work. There is more about motivation in Section 4.2.

Myth Managers and workers want different things from the organisation.

The facts Everyone wants to work for a successful organisation. An organisation that is efficient in its use of resources is likely to be more competitive. Also, everyone is interested in personal recognition for their efforts. Resource efficiency initiatives provide everyone with the opportunity to make a difference.

Myth Resource efficiency is too boring to interest my workmates/team/supervisor/director.

The facts People will be interested if they understand the benefits and feel they can contribute, feel valued and see results for their efforts. Recognition reinforces the feeling that getting involved will become fun rather than a chore.

Table 1: Classic myths and the facts to help address them






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This section looks at the various aspects involved in building a workforce partnership. These include:

discovering the people who can help you ¡(your key contacts);developing the benefits of partnerships; ¡communicating your project idea to ¡management to gain support; andmaking the partnership work. ¡

Figure 4 shows the steps you should consider when building a workforce partnership to improve environmental performance.

4.1 The people who can help youSection 2 showed you the business benefits of resource efficiency and Section 3 should have given you some sound arguments with which to back up your ideas. Now it is time to start thinking about the people that could help you. The first person that you will need to convince is your own manager. You will need to devote some time to your resource efficiency project, so you will need your manager’s support and to keep him or her informed of your progress.

One of the first things you will need to find out is whether your organisation already has an environmental team. This is to ensure that you are not duplicating effort and to see if the team members could help you.

Whether or not there is a team in existence already, your priority is to improve resource efficiency in your area. You are likely to be in the best position to achieve this because you understand better than anyone how things operate in your workplace.

4.1.1 Who do you work with?However well you do your job, you are reliant on other people and other people are reliant on you. Therefore, at this stage, you should consider the people in your organisation that you may need to approach if you are to make your resource efficiency project a success. By knowing the right people and working together, you can solve a lot of problems and work more efficiently.

So, who can help you? In every task you carry out, there are people behind the activities, either directly involved and working with


The first person that you will need to convince is your own manager.

Great ideafor a project

Let’s gettheir support

Who canhelp us?

What arethe benefits?

Let’s finda senior level

sponsor

Agree aprogramme of

activities

Figure 4: Building a partnership






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you or helping to make the work possible (see Figure 5). There are many people outside of your immediate work area and, possibly, outside of the organisation who either affect your work or are affected by it. Try to think as widely as possible when drawing up a list of people you could approach for your partnership. The widest range of ideas and experience will be the best tools for solving problems. Examples of people you can include are from groups that are:

directly involved – colleagues from your ¡team and other teams carrying out similar tasks, and teams that directly affect your tasks;indirectly involved – the maintenance team, ¡finance, office services, dispatch, catering, etc; andsuppliers and customers outside of the ¡organisation.

These ‘key contacts’ are people who could be your partners in a resource efficiency improvement project. The type of people you eventually approach will depend on which projects you choose to go ahead with first. For example, who in your organisation would know how much your purchasing costs are? Who would know whether you could set printers to print double-sided and in draft quality as the default setting?

Think also about the skills you will need in your team (e.g. collecting and analysing information). If you are in a large organisation, you may need information from other departments that you do not normally deal with, such as accounts or purchasing. There are personal attributes you should also consider when drawing up a list of helpful contacts, such as a person’s influence in the organisation and their tenacity or enthusiasm for your project.

Once you have listed your key contacts, you need to interest them in joining your partnership. The benefits described in Section 4.2 should help you to persuade potential partners to join the team. Find out what they hope to achieve from the partnership, and make sure they feel part of the project and share in the benefits.

TASK

Team-mates

Otherteams

Logistics

Stores

Officesupport

Customers

Suppliers

Local government

Investors

Trade associations

Trade unionsLocal community

Informationtechnology

Administration

Sales & marketing

Finance

Maintenance

Figure 5: Key contacts inside and outside of the organisation






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4.2 Persuading others of the benefitsYou will need a strong message to convince your potential partners to follow your lead and put ideas into practice. Communicating the right message is as important as selecting the right people in the first place. Broadly speaking, most of the benefits for the potential partners fall into one or more of four categories:

increased profit; ¡increased job security; ¡recognition; and ¡the ‘feel-good’ factor. ¡

4.2.1 Money, money, moneyMoney can be a motivator for many people. However, money as an incentive is also difficult to administer. For example, money saved from improved resource efficiency could be shared among those that contributed. However, this presents difficulties.

It can be difficult deciding who gets the money. Let’s say that an overall target of 10% saving in paper use is the target to reach for a bonus. A team that is wasteful can save 10% on paper much more easily than a team that already has its paper use under control and perhaps has some form of paper re-use scheme in progress. This means that if the wasteful team receives the bonus, the system is unfair and will cause more problems than it solves. Be careful when using money as an incentive!

One way to avoid some of the problems of sharing out monetary bonuses is to donate a proportion of the savings to a charity of the workforce’s choice. Then the ‘money incentive’ becomes a ‘feel-good’ or ‘recognition’ incentive.

4.2.2 Job securityJob security is, in part, dependent on the competitiveness of an organisation. Reducing waste, procuring more efficiently, reducing transportation costs, increasing re-use and saving energy will contribute directly to profitability which, in turn, will safeguard jobs. Resource efficiency can have many positive side effects (e.g. demonstrating that the organisation takes its environmental responsibilities seriously). This will be important in keeping existing customers,

winning new contracts or just staying competitive. Everything – from being able to comply with health and safety regulations to improving relations with neighbours through reduced pollution, emissions or noise – can be a positive factor that helps to safeguard your organisation’s future. All of these can be tackled through a systematic resource efficiency improvement programme.

4.2.3 To be famous – recognitionBeing a waste champion may not get your name in lights, but you might get a mention in company dispatches, such as the in-house newsletter or intranet. Recognition is a powerful incentive. To be recognised among your peers as someone special can be rewarding.

Good news stories are the basis of good public relations and pioneering successful environmental initiatives is very good news for your organisation. You could even merit an item on the local television or radio news when your efforts have been successful.

Don’t forget that recognition is also saying ‘thank you’ to your partners. It can take many forms, such as a project team dinner. Recognition is a benefit and it is for sharing between all the partners.

4.2.4 That warm glow – the ‘feel-good’ factorWhen people work on projects that reduce environmental impact, there is also the ‘feel-good’ factor. In your project, you and your partners will be doing something where the sum is greater than all its component parts. You will be making a difference, safeguarding the future and doing something that makes you feel good. This can be a very powerful motivator for many people.

4.3 Gaining senior level supportOnce you have in place a team of people with the relevant expertise and commitment, you should consider obtaining senior level support, which will increase the chances of your resource efficiency project being a success. Having senior management support may release time and money for project activities and when you come forward with suggestions and ideas, they are more likely to be approved.






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If senior management has established an aim to reduce costs and increase profits, it will make your task easier. Check if your organisation publicises its aims or, perhaps, has a mission statement that mentions environmental goals.

4.3.1 Presenting your ideasYou need to be well prepared when you present your ideas. You may be trying to change attitudes and will need evidence to support your statements. Concentrate on the cost of wasted resources, and the benefits to those you are trying to persuade and how they can contribute. Here are some guidelines for presenting your case:

emphasise the potential cost savings ¡through improved business performance (have figures to back up your claims);emphasise the good publicity – customers, ¡local government, community;link resource efficiency to total quality ¡management or other organisational initiatives;offer people a chance to make their own ¡contribution to your project; andemphasise the partnership nature of the ¡activity and the resultant benefits.

Rehearse, if you are to give a presentation, to ensure the messages are clear, you do not include too much detail and that you keep to your allotted time.

4.4 Partnership building blocks – respect and trust

So far, the discussions have been on the mechanisms of building partnerships. The mutual benefits already mentioned are the outcome of partnerships. Teamwork – brainstorming, carrying out projects and so on – is the cement that holds the partnership together. The building blocks for all this are respect and trust. Once you have your partners and the support of senior management to start your project, you have to think about how you work with your project partners.

4.4.1 RespectThe importance of respecting each person’s contribution is vital. Remember, with the benefit of hindsight, it is always easy to criticise. Be careful not to imply that whoever

invented and/or designed the original system did it badly, otherwise you will lose the support of those who had previous input. Every decision was probably made in the belief that it was the best option under the circumstances at that time. It is not possible to predict the future and it must be accepted that in the light of experience (and possibly more modern technology) things can be improved. You can always invite the same people to work with you to explore new ways of working, asking them to help you improve on their original ideas.

By valuing your team members and their input, you will gain respect from others in the workforce and they are more likely to contribute to your projects or join your project team.

4.4.2 TrustWhile respect may be gained in a fairly short time, trust takes longer to establish. There are some ground rules in running your project to build and maintain trust. These are:

always think of solutions that will benefit ¡both parties (i.e. ‘win-win’);keep communication channels open and ¡share information;remember everyone has a valid ¡contribution to make;communicate clearly and ask for feedback; ¡andkeep promises. ¡

It is not always possible to achieve ‘win-win’ in every situation, but keep it in mind and deliver it whenever possible. When you cannot, do not keep problems to yourself. Explain the issues you are facing and ask for support in tackling them.

When you talk to people, make sure they have not misunderstood the issues. Check their understanding.

Keeping promises is the easiest way to win respect and trust from your colleagues. Couple this with the other ground rules, and you should be able to build the foundations of a sound partnership.






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This section will help you to choose and prioritise actions. Consider your work area and the sort of changes you could make there with the help of the partners you listed in the previous section.

5.1 Getting started – keep it simpleSimple ideas are often the best and are usually the ones to start with at the beginning of a resource efficiency improvement project. There are several ways of selecting a project, but it makes sense to start with something where you can be sure of success. From this, your confidence will grow and you will feel more able and experienced to deal with larger problems and projects. The best approach is to start off in a small way with projects that involve only a small amount of time and/or money – greater commitment will be easier to gain when you have started to produce results. Also, begin with something you know well. In your own work area there will probably be some very obvious areas of waste. Consider:

the equipment you use every day (e.g. is it ¡set up and running properly?);the facilities in the workplace (e.g. water, ¡heating, lighting); andthe workplace, the site and its ¡surroundings (e.g. waste disposal bins, water drainage).

In Appendix A you will find checklists that can help you to identify where waste is occurring in your workplace and what steps to take as a starting point for action. There are many no-cost and low-cost ideas that will save money. As you walk around your site, you will be able to identify lots of ways of reducing waste and saving energy.

5.1.1 A systematic approachRemember, there is no instant recipe for success. Each problem and its solution will be unique – but your partnership will be well placed to deal with it. All projects should be dealt with systematically:

begin by making a commitment to action; ¡gather your data and analyse your options; ¡take action; ¡feed back results; and ¡move on to the next target. ¡

5.2 Selecting a projectWastes that arise most frequently or cause the greatest problems are good ones to consider first and put on your priority list. You will probably need to measure the process or collect past data so that you can make decisions based on facts rather than instinct. Often, just walking around your site will help you to identify waste and wasteful processes.

The business resource efficiency guide ‘Waste Mapping: Your Route to More Profit’ is available on the WRAP website www.wrap.org.uk and will give you the tools to help you map out where waste might be occurring in your organisation.

Case study 4 Salad supplier saves money by reducing waste

Natures Way Foods, with a head office and processing site based at Selsey near Chichester, supplies washed and ready-to-eat salads to supermarkets and the food-service sector. The company achieved a range of cost savings and environmental benefits by adopting a systematic approach to resource efficiency. From undertaking a waste review, the company invested in better work practices and technology to improve resource efficiency. The company was able to reduce its product wastage rate, increase recycling of packaging, and reduce the amount of waste sent to landfill.

This led to net cost savings of £65,000 pa. The savings were made primarily by diverting waste from landfill, including composting 1,600 tonnes of green waste and recycling 285 tonnes of cardboard and plastic packaging waste.


There are several ways of selecting a project, but it makes sense to start with something where you can be sure of success.






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5.2.1 Poor systems and working practicesMistakes are sometimes made, so some degree of rework and less efficient practices is almost inevitable. However, if the system is faulty, then, regardless of the effort put in or the competence of the workforce, unnecessary waste is still likely to be produced. Sub-standard products and services also create frustration for the end-user, so nobody wins. Alternatively, perhaps there is a machine that cannot produce the items to the specification required, so product is rejected, resulting in waste. Look for projects that can tackle poor practices. For example, projects that can improve:

long-winded processes – ‘I need to access ¡three different computer systems to get the sales information’;over-rigid rules – ‘Only the chief engineer ¡can authorise this, he’s away, so you’ll have to wait’;bureaucratic processes – ‘You need three ¡signatures, in a particular order’; andunclear instructions – ‘You wanted this ¡when? Why didn’t you say?’.

Procedures such as these have probably evolved over the years. If systems are not reviewed or challenged, they can become cumbersome or unsuitable, but resistance to change – ‘We’ve always done it this way’ – can hold up progress and improvement.

Case study 5 Process improvement at catering supplier slashes production costs

Pasta King, based in Newton Abbot, Devon, provides healthy fast-food solutions, including dried pasta and sauces. Despite a 49% increase in production, the company achieved annual cost savings of over £120,800 by incorporating resource efficiency into a process improvement programme.

One of Pasta King’s main production processes is the manufacture of pasta sauces. Originally, the base tomato sauce was purchased in 3kg steel tins. The empty tins were disposed of to landfill because they were difficult to clean owing to their organic load and this made recycling prohibitive. In 2004, 217,000 tins were landfilled. After discussions

with its supplier, the company introduced 195kg returnable steel tins with disposable plastic liners. This reduced the need for 96 tonnes of steel and food waste to be disposed of to landfill to only 2.7 tonnes of plastic liner.

Other cost savings came from reduced waste contractor loads from 2-3 times per week to only once every fortnight, reducing costs from £638 to £347 per month in waste contractor charges – a saving of 46%. Combined with other process waste saving measures, this helped reduce unit production costs by 33%.

5.3 Brainstorming – develop ideas togetherYou may have some ideas to reduce wasted resources and feel confident that they are worth taking further. However, before presenting the case for a project, it is valuable to discuss your ideas with the people who will be affected. You will quickly lose support if you instruct rather than consult. Remember to ask people if they think it could work and if they have any improvements or alternative suggestions.

It may be helpful to hold a brainstorming session where you invite a mix of people to come up with ideas. If you do this, it is important to bear in mind some rules of brainstorming. Everyone has one or more of the following needs:

to maintain their standing in front of ¡colleagues;to feel that their effort is worthwhile; and ¡to feel confident that their idea is worth ¡attention.

Therefore, you will need to follow some guidelines for a successful brainstorming session:

never reject an idea or criticise, however ¡surprising or ridiculous it may seem – respect each individual’s contribution;generate as many ideas as possible; ¡be creative; ¡build on one another’s ideas; and ¡don’t shoot the messenger – if someone ¡highlights a particularly wasteful practice, welcome this and ask how things could be improved.






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An example from a paint manufacturer concerns the use of hot water to hose down paint spillages. Someone suggested that they could save energy by using tepid water instead. Another person then suggested that they look at why the paint spills occurred in the first place. This led to brainstorming the causes of the spillages and how to reduce them, which ultimately saved even more energy, reduced contamination in the water leaving the plant and saved raw materials.

In this way, you should be able to generate many ideas about where waste occurs and the possible solutions that may form the basis of potential projects. Think about how the current practice came about and how things might have changed since then.

Armed with this information, you will quickly identify many possible measures and you will be ready to obtain support for your first project.

5.4 Prioritising actionWith your team, gather the relevant facts and figures on the various problems. List just a few areas where there are some practical options for improvement, then try to assemble them in the following order:

rank the various waste problems starting ¡with the largest cost to your organisation;

if it helps, draw up a bar chart to present ¡the potential cost savings graphically – the largest waste problem may not be the one with the greatest or easiest cost savings; andrank the problems so that the ones at the ¡top are those that will give the shortest payback with the least effort – these will give you a fast start and quick savings.

5.4.1 Identifying causes of wasteFrom the steps above, you should be able to identify a priority action. If your priority action is a process, you will need to break it down into component tasks and look at where the wastes are occurring. Sometimes it is not easy to find all the wasteful activities. Use a fishbone diagram (sometimes called a ‘cause-and-effect’ diagram), such as the one in Figure 6, to help you identify all the possible causes. There is often more than one cause for each effect. This diagram is a standard tool for quality improvement and provides a useful record of the ideas generated.

5.4.2 Finding the root cause of the problem and how to solve it

A good way to get to the root cause of why waste is occurring is to ask lots of questions. (see Figure 7).

Suppliedoutside

specWaste of

material duringset-up process

Running too slowly

Breakdowns

Changeovertimes too

slow

Lack of clearinstructions

Poortraining Too much

process waste

Methods

Mat

eria

ls

Mac

hine

ry

People

CAUSES

EFFECT

Figure 6: Wishbone diagram






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5.5 Carrying out a project5.5.1 Setting targetsIt is worth taking time to think this through, since you will be measured against your targets and this will determine, ultimately, how successful you are. Targets need to be SMART:

Specific; ¡Measurable; ¡Attainable; ¡Realistic; and ¡Timeframed. ¡

Although they should be measurable, targets for your project do not have to be numerical, such as ‘reduce downtime by 12%’, ‘cut waste by 15%’ or ‘make 5% energy savings from this process’. They could be:

‘increase awareness of the energy and ¡waste issues at work’; and‘raise the awareness of everyone’s ability ¡to contribute to reducing environmental impact’.

5.5.2 Keep a record of where you are nowIf you can provide evidence of your achievements, it will help you to win

on-going commitment and help to convince management to support you with larger projects. Consider taking some photographs now to prove later what a cleaner and more waste-free, efficient environment you have created. Larger projects may also require greater investment, in both time and money, and may take longer to see results. You may be able to convince management to allow you to pay for future projects from early savings. Don’t forget that utility meters are not there just to calculate your bills. You can use them to measure reductions in the use of water, gas and electricity, and work out how much you are saving from the measures you are taking.

Whatever you choose as the target, you need to measure the baseline to act as your first benchmark. It could be:

readings from electricity, gas and water ¡meters;awareness levels among staff of ¡environmental issues determined from a questionnaire;the number of full skips sent to landfill ¡each week; orthe amount of paper being purchased each ¡month.

Waste bins overflowing in work area

PROBLEM:

SOLUTION:

WHY?

Bins not emptied often enough Check bin emptying rota, is that the real cause?

Are we producing more waste than before? Why?

Can we produce less scrap?

What is causing the defects?

Can we re-use or recycle the rest?

WHY?

Bins not big enough WHY?

We produce a lot of waste WHY?

Other departments use our bins

Investigate the causes and reduce production of the scrap

Segregate the scrap that can be re-used or recycled

Figure 7: Cause-and-effect techniques in practice






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5.6 Publicising a project and its resultsYou need everyone’s contribution to improve the resource efficiency of your organisation, so publicise the results as widely as you can to all levels of management and across departments. There are many ways to publish your results – probably the most effective in motivational terms are the ones where visual indicators of success are shown, such as graphs on notice-boards or a feature in the in-house newsletter or intranet. Providing this sort of feedback will help to win on-going support.

5.7 Sustaining actionAfter the initial excitement, it can be hard work to sustain people’s interest in a project, especially as you have your daily work to do as well. Your challenges in running the project successfully are many. Here are some issues to be aware of:

often, there is no short cut or clever ¡solution, just hard work;do not underestimate the size of the ¡project, it is usually larger than you first thought;successes do not happen overnight; ¡at times it will seem that the project is ¡moving very slowly and your team-mates’ enthusiasm has evaporated;remember that you may need to learn ¡about new topics as you take on more projects; andbear in mind that the partnerships and the ¡team members may have to change over time; those that were the right choice to start off a project may not necessarily be those that will see it through.

You can sustain a project by bringing in new ideas and new members to the project team. The scope of your resource efficiency initiative will change as it evolves and this is a good reason to involve other people. In addition, you may wish to consider some activity jointly with other organisations in the local community (e.g. other businesses, the local authority, hospitals, schools or, perhaps, your suppliers and customers).

5.8 ConclusionsThe partnership ideas discussed in this guide should allow you to build a relationship of respect and trust between different teams and different levels in your organisation. It should prove to be an ideal way of beginning a programme in your organisation to reduce waste and save energy. Including everyone in these activities will generate new ideas, which will enable your projects and many others to flourish and create a positive culture that supports sustainable development in your organisation. Section 6 provides links to further information to help you.






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Useful sources of informationWRAP guides and tools

Saving Money Through Resource Efficiency: Reducing Water Use. ¡Tracking Water Use to Cut Costs. ¡Reducing Your Water Consumption. ¡Finding Cost Savings: Resource Efficiency for SMEs. ¡Resource Efficiency for Managers. ¡Environmental Strategic Review Guide. ¡Waste Mapping: Your Route to More Profit. ¡Green Office: A Guide to Running a More Cost-effective and ¡Environmentally Sustainable Office.Self-assessment Review for Food and Drink Manufacturers. ¡Your Guide to Environmental Management Systems (EMS). ¡WRAP Waste Hierarchy guid ¡ e.

Useful linksThe ¡ Carbon Trust helps business to cut carbon emissions. Visit the website at www.carbontrust.co.uk for more information.The ¡ Energy Saving Trust www.energysavingtrust.org.uk offers independent and impartial advice about how to save energy and money.

For guidance on environmental topics go to:England ¡ – Business Link: Environment policy and procedures.Northern Ireland ¡ – NIBusinessInfo: Environment and efficiency.Scotland ¡ – Business Gateway: Environment policy and procedures.Wales ¡ – Business Wales: Environment - efficiency, waste & pollution prevention.

WRAPWRAP (Waste & Resources Action Programme) works in England, Scotland, Wales and Northern Ireland to help businesses and individuals reap the benefits of reducing waste, develop sustainable products and use resources in an efficient way.

Since its creation WRAP has funded projects that will, over their lifetimes, deliver over 120 million tonnes of waste diverted from landfill and over 20 million tonnes of CO2 equivalent greenhouse gases saved. Visit www.wrap.org.uk for more information on all of WRAP’s services.

What support can you get from WRAP?UK businesses could save £23 billion per year and help create and protect jobs by improving the way they use resources.

WRAP provides a range of free resource efficiency support for organisations including:

WRAP Resource Efficiency Helpline on 0808 100 2040; ¡online tools and guidance; ¡online training initiatives; ¡tailored business support for recycling companies; ¡case studies; and ¡guides. ¡

Visit www.wrap.org.uk to find out more.





6 Further information AppendicesHome

http://wastehierarchy.wrap.org.uk/

www.carbontrust.co.uk

https://www.gov.uk/browse/business/waste-environment

http://www.nibusinessinfo.co.uk/bdotg/action/layer?site=191&r.s=m&r.lc=en&topicId=1079068363

http://www.bgateway.com/manage-your-business/environment-policy-and-procedures/

http://business.wales.gov.uk/running-business/environment-efficiency-waste-pollution-prevention


Appendix A: Checklists

Department Area Possible waste

Incoming materials Loading docks, pipelines, receiving areas

Packaging/containersOff-spec deliveriesDamaged containersSpill residueCleaning rags, etcPallets (non-returnable)Gloves, overalls, etc

Storage (raw materials, parts, final products)

Tanks, silos, warehouse, drum storage, yards, storerooms

Tank bottomsOff-spec materialsExcess materialsDamaged containersEmpty containersLeaks from pumps/valves/pipesOut-of-date materialsNo-longer-used materialsDamaged products

Production Melting, curing, baking, distilling, washing, coating, forming, machining

Wash waterSolvents evaporatingStill bottoms in tanksOff-spec product rejectsCatalystsEmpty containersSweepingsDuctwork clear-outAdditivesOilProcess solution dumpsRinse waterExcess materialsFiltersLeaks from tanks/pipes/valvesSpill residueSwarf/off cutsSludgeDrag-out from bathsPackaging of dispatched goods

Support services Laboratories, maintenance shops, garages, offices

ChemicalsSamples and containersSolventsCleaning agentsDegreasing sludgesSand-blasting wasteLubricating oils and greasesScrap metalCausticsFiltersAcidsBatteriesOffice paper, etc

Prompts for identifying where waste is occurring.






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WasteYou need to measure the amount of waste ¡before you can start to reduce it.Use problem-solving teams to develop ¡solutions to waste problems. Well-run team sessions can help to identify improvements, create involvement and build understanding.Talk to other employees about their ideas ¡for reducing waste.Take photographs of waste generation, ¡handling and storage to convince others of the extent of the problem. Photographs can also be used to encourage people to take action to improve their particular area of operation or responsibility and for subsequent comparisons.Find out if your waste could be re-used ¡or recycled at another site or part of your group. Provide advice on how to make double-sided photocopies.Set up procedures to allow teams and ¡individuals to report wastes and leaks.A plastic liner costs a tenth as much as ¡a new can or drum. Plastic liners can be used to line cans and drums for carrying waste materials (such as filters and rags) to disposal points. The drum can then be re-used.Devise a monitoring programme to collect ¡data (e.g. meter readings). This information will help you manage and reduce waste more effectively.Avoid over ordering by taking account of ¡local factors and sales patterns.Empty all bags and containers properly. ¡Often it is a matter of providing the right equipment, (e.g. shaking equipment for bags). Weigh a sample of empty containers, then estimate how many are used in a year.

WaterInstall meters and read regularly to ¡monitor water use. If you’re using water even when the building is unoccupied, you could have a leak.Storing lots of hot water is generally ¡wasteful. Check how many hot water storage cylinders are necessary.Insulating unlagged storage cylinders will ¡reduce heat losses by 75%. Make everyone aware of the costs of water.Remind everyone to turn off taps properly. ¡Repair all dripping taps as soon as ¡possible. Check regularly for leaks in the water ¡system.Install instant water heaters where ¡possible, otherwise reduce the temperature of stored hot water (to a minimum of 60°C to avoid Legionella bacteria breeding).Check that your hot water control system is ¡set properly (stop heating one hour before the end of work).Fit time switches to all immersion heaters. ¡Fit flush controls to urinal systems in all ¡men’s toilets. Installing passive infrared sensors (PIR) can save up to 75% in water use and costs. Fit trigger controls to hosepipes. ¡Use flow restrictors, sensors and/or timing ¡devices on taps.

Tips to help you improve your environmental performance






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PackagingWhere practicable, use returnable ¡packaging rather than cardboard and shrink-wrap. Ask your suppliers to do the same.Design packaging to prevent damage. Make ¡sure that all packaging fulfils its purpose, particularly when it comes to product protection. Otherwise, this may lead to wasted product, wasted packaging or both.Assess the ease of unpacking. You should ¡be able to remove the contents easily, ensuring minimum damage. If problems occur, consider options for redesign and discuss ideas with your suppliers.Re-use materials such as bubble wrap, ¡boxes, pallets and crates for regular deliveries.Carefully consider any plans to use ¡degradable or compostable packaging. If it is likely that this packaging will end up in landfill or contaminate recycling streams, it could actually be much worse for the environment than traditional packaging.Consider the design of your packaging for ¡transport efficiency. If you can minimise the size of packaging or change its design so the packs slot together, you may be able to get more in a lorry. This may dramatically reduce your transport costs, thus decreasing your environmental impact.

Energy (general)Immediate savings in energy costs can be ¡made easily by making sure you are on the right tariff. Check if there are alternative, cheaper energy suppliers.Check your bills each month, and record ¡and track monthly energy consumption (in kWh). Ask your supplier if half-hourly electricity data are available in graphical format. If they are, check the graphs for unexpected usage regularly.

Energy (lighting)Select slimline fluorescent light tubes ¡during scheduled replacement. Replace ordinary bulbs with low-energy bulbs.Use daylight wherever possible instead of ¡artificial lighting. Switch off lights when the room/site is not ¡occupied.Check for discolouration on light shades ¡and diffusers.Clean light fittings. ¡Consider motion sensors for areas not ¡continuously occupied (e.g. toilets).

Energy (heating)By turning down thermostats by just ¡1°C, you can reduce your heating bills by between 7% and 10%.Insulate hot water tanks and pipes. ¡Don’t over heat, especially areas such as ¡corridors, store rooms and unoccupied areas. Reduce heat settings instead of opening windows and doors.Encourage everyone to keep windows and ¡doors closed when heating is on. Make sure people don’t adjust thermostats once they are set.Locate thermostats and temperature ¡sensors in sensible places (e.g. not in a draught or near a radiator).Make sure your thermostat timers are set ¡correctly for work patterns (e.g. shifts, holidays, weekends).Don’t obstruct radiators and ventilators. ¡Don’t have air-conditioning and heating on ¡in the same place at the same time. Make sure cooling systems are switched off ¡before the heating season begins. Discourage the use of electric heaters; they ¡are very expensive to run.Reduce draughts by separating heated and ¡unheated areas (use plastic strip curtains, swing doors, etc) and sealing unnecessary external openings in the building.Fit door closers to all external doors. ¡Make sure the building is sufficiently ¡insulated. Consider adding insulation where necessary.






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Energy (electrical equipment)Make sure all computers, printers and ¡associated equipment are switched off when not in use.Encourage staff to turn off machinery ¡instead of leaving it in idling mode. Check that the seals on all refrigerators ¡and freezers are intact.Use cheaper night-rate electricity to charge ¡up forklift trucks.Replace old metal kettles with modern jug ¡kettles if only small amounts of hot water are needed.Make sure tea urns are not boiling ¡continuously.Fit chiller strips or night blinds to ¡refrigerated display cabinets.Develop a switch-off procedure, which ¡shows everyone what equipment can be switched off at certain times (e.g. at breaks, the weekends or overnight).

Energy (compressed air)Make sure everyone is aware how much ¡compressed air costs to produce. Set up a system for reporting leaks and ¡encourage everyone to use it. Make sure leaks are reported promptly and ¡repaired immediately.Isolate unused compressed-air pipework. ¡Check automatic drain taps regularly. ¡Do not generate compressed air at a higher ¡pressure than required.Switch off compressors when there is no ¡demand for air (e.g. at the weekends or overnight).Maintain and service all filters and air ¡inlets regularly. Draw intake air from outside. Cold air is ¡best.Consider using electrically operated tools ¡instead of compressed-air power tools. Consider upgrading old compressors and ¡consider variable speed drive compressors if compressed air demand is variable.






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There are national and international initiatives an organisation can join. These usually result in a signed commitment displayed near the entrance of the organisation. If your organisation has one displayed, it will give you a very useful starting point for your project.

The Federation House Commitment – an agreement by companies in the food and drink industry to reduce their water use and work towards an overall industry-wide target of a 20% reduction in water usage by the year 2020.

The Courtauld Commitment – a voluntary agreement aimed at improving resource efficiency and reducing the carbon and wider environmental impact of the UK grocery retail sector. The Courtauld Commitment helps businesses, consumers and local authorities to save money, improve performance and reduce their carbon footprint. It supports the aim of the UK Climate Change Act 2008 to reduce greenhouse gas emissions by 34% by 2020 and 80% by 2050. Nearly 1.2 million tonnes of food and packaging waste have already been prevented as a result of the success of Phase 1. Phase 2 (‘Courtauld Commitment 2’), announced in March 2010, now also targets secondary and tertiary packaging, and supply chain wastes. Phase 2 ends in December 2012 and the final results will be reported in autumn 2013. WRAP is working with governments, current Courtauld signatories and trade bodies, to determine the best way forward following the completion of Phase 2. The agreed outcome will aim to build on the significant progress delivered so far within both phases of the Commitment. It is anticipated that we will launch Courtauld 3 in spring 2013.

The Carbon Trust Standard – awarded to organisations that measure, manage and reduce their carbon footprint. Standard Bearers range from large multinational organisations to smaller, one-man organisations.

Enhanced Capital Allowance scheme The Water Technology List (WTL) and Energy Technology List (ETL) are part of the Government’s Enhanced Capital Allowance (ECA) scheme. The scheme is aimed at encouraging organisations to invest in efficient technologies by offering a tax incentive. It offers a 100% first-year allowance for investments in certain efficient plant and machinery – businesses can write off 100% of the cost of qualifying plant and machinery against taxable profits in the year of purchase. This can bring significant financial savings and reduce an organisation’s impact on the environment. To find out more about the WTL, please visit the website www.hmrc.gov.uk/capital-allowances/fya/water.htm or call the Advice Line on 0844 875 5885. For more information about the ETL, please visit the website http://etl.decc.gov.uk/etl

Hospitality and Food Service Agreement - a voluntary agreement to support the sector. Targets include reducing food and associated packaging waste arising by 5% by the end of 2015, and increasing the overall rate of food and packaging waste being recycled, sent to anaerobic digestion (AD) or composted to at least 70% by the end of 2015.

Appendix B: National initiatives and standards






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http://www.fhc2020.co.uk/fhc/cms/

http://www.wrap.org.uk/content/courtauld-commitment-1

http://www.carbontruststandard.com

http://etl.decc.gov.uk/etl

www.hmrc.gov.uk/capital-allowances/fya/water.htm

www.hmrc.gov.uk/capital-allowances/fya/water.htm

http://www.wrap.org.uk/content/hospitality-and-food-service-agreement-3

www.wrap.org.uk/brehub

While we have tried to make sure this guide is accurate, we cannot accept responsibility or be held legally responsible for any loss or damage arising out of or in connection with this information being inaccurate, incomplete or misleading. This material is copyrighted. You can copy it free of charge as long as the material is accurate and not used in a misleading context. You must identify the source of the material and acknowledge our copyright. You must not use material to endorse or suggest we have endorsed a commercial product or service. For more details please see our terms and conditions on our website at www.wrap.org.uk

We hope that you have found this guide helpful on your route to greater resource efficiency. Don’t forget that WRAP is here to help you to improve resource efficiency. Visit the website at www.wrap.org.uk or contact the WRAP Resource Efficiency Helpline on 0808 100 2040.

Waste & ResourcesAction Programme

The Old Academy21 Horse FairBanbury, OxonOX16 0AH

Tel: 01295 819 900Fax: 01295 819 911Email: [email protected]

Resource Efficiency Helpline:0808 100 2040

March 2013






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